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Article
Publication date: 11 September 2018

Collins Osei, Joseph Amankwah-Amoah, Zaheer Khan, Maktoba Omar and Mavis Gutu

In almost every large business, there is a growing recognition of the importance of organisational agility in improving their marketing responsiveness and business…

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Abstract

Purpose

In almost every large business, there is a growing recognition of the importance of organisational agility in improving their marketing responsiveness and business survival. However, limited insights have been offered by scholars on multinational enterprises and their marketing agility in emerging markets context. The purpose of this paper is to examine the various manifestations of agility and the various strategies adopted to sustain agility by an emerging economy multinational enterprise (EMNE) which started in the late 1990s as a small firm operating within the fresh fruit and juice industry in Africa.

Design/methodology/approach

The authors utilised empirical qualitative data from an emerging African economy to develop a three-stage model of how agility manifests overtime.

Findings

The authors find that successful development and deployment of international marketing agility strategy adopted by an EMNE from emerging markets hinge on building relationships, being socially responsible and being innovative in standardisation and adaptation in response to, and in anticipation of, the rapidly changing business environment.

Research limitations/implications

This research is based on data from one organisation. Future research can consider using multiple cases from different countries to further understand marketing agility in emerging markets and when such firms internalise into developed markets.

Originality/value

This paper extends research on standardisation/adaptation debate and research on agility, to address the gap on international marketing agility. Hitherto, there was no significant research on marketing agility in emerging markets which focused on highly perishable products such as fruits. This research provides unique insight into how marketing agility could be developed, deployed and sustained in emerging African markets.

Details

International Marketing Review, vol. 36 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 10 August 2018

Ruiqin Li, Yipeng Liu and Oscar F. Bustinza

The purpose of this paper is to provide a nuanced understanding of international marketing agility by connecting organizational capability literature with that of…

1417

Abstract

Purpose

The purpose of this paper is to provide a nuanced understanding of international marketing agility by connecting organizational capability literature with that of standardization and adaptation. The focus of the research is to clarify whether managing the tension between product standardization and service customization generates an extra premium in international markets.

Design/methodology/approach

Two disaggregated Chinese data sets, the Annual Survey of Industrial Enterprises and the China Customs Database, are used for developing an econometric model. Export quality improvement is the outcome variable in reflecting the effect of international marketing agility on performance.

Findings

International marketing agility is reached through upstream FDI intensity, particularly in the context of service FDI. Manufacturing sectors with higher service intensity have more agility, being more likely to generate export quality.

Research limitations/implications

This study makes three theoretical contributions by clarifying the concept of international marketing agility as an organizational capability generated by manufacturing standardization and service customization; investigating the influence of upstream FDI intensity for export quality while taking into account the industry contexts; and obtaining an enhanced understanding of the service intensity of manufacturing firms on export quality.

Originality/value

The authors offer a nuanced and contextualized understanding of international marketing agility and explore the complex relationships between FDI, service intensity and export quality.

Details

International Marketing Review, vol. 36 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 2 October 2018

Birgit Hagen, Antonella Zucchella and Pervez Nasim Ghauri

The purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” …

2604

Abstract

Purpose

The purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.

Design/methodology/approach

The study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.

Findings

Strategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.

Practical implications

The findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.

Originality/value

Strategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.

Details

International Marketing Review, vol. 36 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

Book part
Publication date: 9 August 2022

Hediye Gamze Türkmen and Yasemin Akman

Marketing agility has gained more attention from scholars and managers due to the current and emerging conditions of the COVID-19 pandemic. The pandemic has changed the…

Abstract

Marketing agility has gained more attention from scholars and managers due to the current and emerging conditions of the COVID-19 pandemic. The pandemic has changed the marketing landscape, resulting in a dramatic shift in consumer behavior in the worldwide lockdowns. Consumers sought an efficient response and reaction in real-time to their changing needs, concerns, and priorities. The shift in consumer behavior and demand forced service enterprises to develop dynamic marketing plans to adjust to the new normal that created unprecedented disruptions in their traditional business. As one of the most dynamic sectors of service marketing, tourism was challenged by the pandemic-related restrictions and contemporary competitive circumstances and faced the destructive, yet transformative impacts of the outbreak. The tourism enterprises all over world were compelled to implement innovations to adjust to the new customer preferences and needs for a sustainable change to develop dynamic marketing solutions. This chapter aims to review and analyze how the tourism enterprises gravitated to a new approach and implemented an agile marketing strategy focusing on the emerging customer priorities, based on analysis of the hotel websites. A functioning group of 4 and 5-star hotels located in Bodrum, Turkey, was selected and their website updates from the beginning of the COVID-19 pandemic to the proliferation of the vaccines were examined considering the official data on inbound, domestic and outbound tourism. The findings provided an insight into the concept of agile in tourism marketing applied to a function characterized by the radically changing conditions that bring in new threats and opportunities.

Details

Agile Management and VUCA-RR: Opportunities and Threats in Industry 4.0 towards Society 5.0
Type: Book
ISBN: 978-1-80262-326-0

Keywords

Article
Publication date: 1 October 2018

Yoel Asseraf, Luis Filipe Lages and Aviv Shoham

The purpose of this paper is to develop and empirically test a new conceptualization of international marketing agility (IMA). Importantly, the empirical test includes…

2188

Abstract

Purpose

The purpose of this paper is to develop and empirically test a new conceptualization of international marketing agility (IMA). Importantly, the empirical test includes agility’s drivers, outcomes and boundary conditions for its impact on international market performance.

Design/methodology/approach

The authors draw on the resource-based view and dynamic capabilities theories to develop a model and test it quantitatively via structural equation modeling with survey data from 195 Israeli exporters. In addition, the authors seek insights into the findings through post hoc in-depth interviews.

Findings

The results indicate that IMA enhances international market performance directly as well as indirectly through exporter’s new products advantage. Interestingly, while promotion adaptation strengthens the positive effect of IMA on new products advantage, product adaptation does not.

Research limitations/implications

Managers need to develop and improve marketing planning and flexibility maintenance capabilities. Furthermore, while maintaining an emphasis on marketing planning, they need to guard against inertia by embracing outside views, a wider range of solutions and a greater awareness of others’ decision-making styles to develop flexibility maintenance capability and achieve superior IMA.

Originality/value

A new conceptualization and operationalization of agility specific to an international marketing context is tested empirically. The complementary role of marketing planning capability and flexibility maintenance capability is demonstrated. Importantly, the vital role of new products advantage as a mediator between agility and performance is examined and the moderating role of international marketing strategy adaptation is investigated.

Details

International Marketing Review, vol. 36 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 16 April 2020

Emanuel Gomes, Carlos M.P. Sousa and Ferran Vendrell-Herrero

The aim of this paper is to conceptualize the notion of international marketing agility.

1499

Abstract

Purpose

The aim of this paper is to conceptualize the notion of international marketing agility.

Design/methodology/approach

The approach adopted is to review and create a synopsis of the existing body of research on strategic agility and develop a conceptualization on how international marketing agility (IMA) should be analyzed.

Findings

International marketing agility is an emerging concept driven largely by rapid changes in global markets. There is a growing need for exporting SMEs and multinational enterprises to consider IMA as a means of building competitive advantage in foreign markets.

Research implications/limitations

While the conceptual development presented in this paper is not exhaustive, our model highlights important research avenues in IMA that need exploring.

Originality/value

This article examines an emerging concept in international marketing that serves as a platform to cope with the changes taking place in this fast-changing global environment. A framework is proposed where we conceptualize IMA as a process triggered by agile logic (a nonconformist and open mental stance) and facilitated by agile learning (being able to search and interpret data), to cause agile actions (being able to commit, co-ordinate and respond quickly with flexibility to ever-changing conditions).

Details

International Marketing Review, vol. 37 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 27 June 2022

Ludovica Moi and Francesca Cabiddu

This study aims to explore the impact of marketing agility on the business-to-business (B2B) firms’ capacity to address unexpected events such as the recent coronavirus…

Abstract

Purpose

This study aims to explore the impact of marketing agility on the business-to-business (B2B) firms’ capacity to address unexpected events such as the recent coronavirus (COVID-19) pandemic, examining how they reshape their strategies during the different stages of a crisis.

Design/methodology/approach

This study follows a theory-building approach and performs an in-depth exploratory multiple-case study in the context of 16 Italian firms operating in the B2B sector.

Findings

The study develops an event-sequence-based framework and illustrates how agile marketing strategies empower B2B firms to cope with a crisis across three crucial moments: the event phase, the response management phase and the investigation phase.

Originality/value

This paper contributes to a better understanding of marketing agility in the context of crisis management by showing the agile marketing strategies that B2B firms adopt during the different stages of a crisis. This work provides a useful foundation to assist managers in coping with market uncertainty. It suggests practical guidelines to make more informed strategic and operational marketing decisions, increasing a firm’s capacity to act in today’s fast-moving, complex times.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 3 June 2022

Hyo Eun Cho, Insik Jeong, Eunmi Kim and Jinwan Cho

In the era of Industry 4.0, international firms are required to respond to more complex and frequent changes in the global market. This study aims to explore the role of…

Abstract

Purpose

In the era of Industry 4.0, international firms are required to respond to more complex and frequent changes in the global market. This study aims to explore the role of organizational agility as a key driver to generate superior performance in international markets in the era of technological transformation and how the degree of such impact is affected by the absorptive capacity of companies.

Design/methodology/approach

This research uses the results of a survey targeting 228 Korean exporters to identify the link between organizational agility and business performance in the global market under different degrees of potential and achieved absorptive capacity in the Industry 4.0 era.

Findings

The empirical results indicate that companies with a high level of organizational agility outperform their counterparts in the global market. The data further revealed that realized absorptive capacity positively moderates the relationship between organizational agility and firm performance when it is achieved, whereas the moderating role of potential absorptive capacity is not significant.

Originality/value

This research contributes to the advancement of international business studies on organizational agility and Industry 4.0 by highlighting the implication of organizational agility on firm performance and the contingent role of absorptive capacity.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 March 2021

David Gligor and Sıddık Bozkurt

The concept of agility has been applied to several domains to help firms develop the capability to quickly adjust their operations to cope and thrive in environments…

1748

Abstract

Purpose

The concept of agility has been applied to several domains to help firms develop the capability to quickly adjust their operations to cope and thrive in environments characterized by frequent changes. Despite the soaring number of social media users and the benefits associated with agility in other domains, the application of agility in a social media context has yet to be explored. Further, little is known about how agility in a social media context impacts desirable customer-related attributes, such as customer engagement and customer-based brand equity (CBBE). This paper aims to address this gap by adapting the construct to social media (i.e. perceived social media agility) and exploring its impact on customer engagement and CBBE.

Design/methodology/approach

This paper conducted an online survey with 200 adult subjects. This paper used multivariate regression analyzes to empirically test a scale for perceived social media agility and explore its impact on CBBE and customer engagement, along with the moderating role of customer change-seeking behavior.

Findings

The study results show that perceived social media agility directly and indirectly (through customer engagement) positively influences CBBE. Also, results show that the positive impact of perceived social media agility on CBBE is further magnified for customers high on change-seeking. However, customer change-seeking does not affect the strength or direction of the impact of perceived social media agility on customer engagement.

Originality/value

This paper contributes to social media literature by adapting and testing a measurement scale for the construct of perceived social media agility and exploring its role in enhancing customer engagement and CBBE.

Article
Publication date: 1 December 2006

Jenny Poolton, Hossam S. Ismail, Iain R. Reid and Ivan C. Arokiam

To examine the application of the principles of “agile manufacturing” to marketing strategy, planning and management, in the context of small and medium‐sized enterprises (SMEs).

3849

Abstract

Purpose

To examine the application of the principles of “agile manufacturing” to marketing strategy, planning and management, in the context of small and medium‐sized enterprises (SMEs).

Design/methodology/approach

Uses the case‐study method to test the development and deployment of “agile marketing” by applying the marketing techniques normally practised only by larger companies, within the “hard” and “soft” constraints imposed by one small company's managerial attitudes, corporate resources and time horizons. The host company was a UK supplier of technological products to other manufacturers; it had no history of marketing. The focus of the study was on the third stage of the agility framework: how a proactive marketing approach can be used to generate new custom.

Findings

“Agile marketing” innovations released latent capacity, and a strategic marketing plan was devised to win new custom. After follow‐up, four new customers had been recruited, and the potential for developing long‐term relations with them was good. This proactive approach was recognised by the company to be a cost‐effective route to business growth, as was the ease with which the plan could be reconfigured when new market niches were to be targeted.

Research limitations/implications

The case study provides one “snapshot” of the outcome of transferring agility principles from manufacturing to marketing. The findings are nonetheless indicative and thought‐provoking.

Practical implications

Such marketing as small companies practise is more likely to be reactive than proactive. They rarely have the resources to take advantage of marketing ideas transferred from the big‐business setting. There are thus many constraints on their ability to respond cost‐effectively and swiftly to changes in their operating environment. The more flexible and reconfigurable the manufacturing and marketing systems, the more likely that growth will be achieved. Any spare capacity can then be channelled into recruiting new customers.

Originality/value

Transfers a planning framework and set of procedures from manufacturing management to marketing strategy and planning in the challenging environment of SMEs.

Details

Marketing Intelligence & Planning, vol. 24 no. 7
Type: Research Article
ISSN: 0263-4503

Keywords

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